Meet Adam Kuntz

I moved to Ashbrook in 2020 and have called this community home ever since.

Before joining Loudoun County government, I worked as an Analyst supporting the Abu Dhabi Investment Authority and the Embassy of the United Arab Emirates. After moving to Ashbrook, I joined Loudoun County government as a Data Analyst. I was recently promoted to Program Manager, where I oversee a data analytics team.

My professional work revolves around a fairly simple process: understand what an organization is trying to accomplish, establish measurable expectations, evaluate whether those expectations are being met, identify problems, and develop strategies to improve performance.

I'm also a crew coach for Broad Run High School, where leadership means dedication to a strong work ethic, shared goals of fitness and performance improvement, and building a strong community and team.

Those same principles can benefit Ashbrook.

I don’t believe someone needs a Board title before they can contribute.

When Ashbrook’s community website was no longer being maintained, I purchased the domain and built AshbrookCommunity.com myself, using my own time and money.

I did it because the community needed the resource.

That project was also part of my Board application and reflects the approach I would bring to the Board: identify a problem, find a practical solution, and follow through.

But building a website also highlighted a larger issue.

Residents should not have to independently recreate services that their association is capable of providing. We need a Board that proactively communicates, maintains community resources, and looks for opportunities to improve Ashbrook rather than waiting for homeowners to repeatedly raise the same concerns.

Your voice shouldn't depend on whether you can attend a monthly meeting.

Not every homeowner can rearrange work, childcare, travel, or family obligations around a Board meeting.

That shouldn’t mean their concerns matter less.

Recent discussions in Ashbrook’s community Facebook group illustrate the problem. A Board administrator wrote that residents who wanted change should attend meetings, serve on committees, or otherwise participate in the Board process. I responded that leadership should also meet residents where they are and provide ways for people to participate even when they cannot attend a monthly meeting.

Other residents raised related concerns about transparency, landscaping, snow removal, and follow-up from management.

What I would support

I want Ashbrook to establish a better system for resident communication:

• Multiple ways to submit concerns, not merely attendance at a Board meeting.
• A defined process for tracking concerns through resolution.
• Timely publication of approved meeting minutes.
• Regular community updates explaining significant Board decisions.
• Written responses to significant homeowner complaints.
• Respectful discussion focused on the issue rather than the person raising it.

People should be able to disagree with a Board decision without becoming the subject of the discussion themselves.

There is an important fact homeowners should know:

Virginia already requires common-interest associations to maintain a written process for resolving association complaints. State law requires records of complaints and information explaining how a complainant can challenge certain final adverse decisions through the Office of the Common Interest Community Ombudsman.

Ashbrook should make that process easy to find, easy to understand, and actually useful.

My proposal

First, conduct a review of Ashbrook's existing complaint procedure and ensure that every homeowner knows:

• how to submit a formal complaint,
• where the complaint goes,
• when the homeowner should expect a response,
• who makes the decision,
• what documentation accompanies that decision,
• and what options exist for further review.

Beyond the state-required procedure, I would explore a Homeowner Review and Resolution Process for disputes that do not fall within the Ombudsman process.

For significant disputes, that could include:

1. A written explanation of the original decision.
2. An opportunity to request reconsideration by the Board.
3. A recorded Board vote.
4. When legally and financially appropriate, access to neutral mediation or an independent resident review mechanism.

The objective isn't endless appeals. It is ensuring that homeowners have somewhere to go when they reasonably believe the HOA got something wrong.

Virginia Common Interest Community complaint law

If the HOA can't show you the rule, it shouldn't be issuing the violation.

Last year, I challenged a violation concerning the cleanliness of my driveway and sidewalk because I could not identify language in the HOA's governing documents authorizing that requirement.

The violation was ultimately removed.

That experience reinforced something I believe should be fundamental:

Every violation notice should identify the exact covenant, rule, resolution, or other authority being enforced.

Homeowners shouldn't have to go hunting through governing documents to determine why they have supposedly violated a rule.

Virginia law already provides important procedural protections. Before certain enforcement action may be taken, a homeowner must receive written notice and a reasonable opportunity to correct the alleged violation. If it remains unresolved, the homeowner must be given an opportunity to be heard before the Board or another tribunal established by the governing documents.

I would support:

• Citation of the specific governing provision on every violation notice.
• A plain-language explanation of what must be corrected.
• Photographic documentation where appropriate.
• A straightforward appeal process.
• Periodic review of enforcement policies to ensure they are actually authorized.
• Consistent enforcement throughout the community.

Rules lose credibility when residents perceive that the HOA does not follow the same standards it expects homeowners to follow.

For example, homeowners can receive violations for leaving trash containers visible, while trash containers associated with HOA facilities may remain visible from the street.

Whatever standard Ashbrook adopts should make sense, and it should be applied consistently.

My principle is simple:

The HOA should hold its own property to the same appearance standards it expects from homeowners whenever those standards are reasonably comparable.

That applies to trash storage, landscaping, maintenance, weeds, exterior appearance, and upkeep of common property.

HOA dues should purchase results, not excuses. Ashbrook pays companies to provide professional services. Those contracts should come with measurable expectations.

One of the most visible examples is landscaping.

Residents have raised concerns about weeds, patchy turf, overgrown areas, and uncertainty about when fertilization, weed control, pruning, or other treatments actually occur. These concerns have also been raised independently by other homeowners in community discussions.

A landscaping contractor should provide:

An annual service calendar

Residents should know approximately when mowing, fertilization, weed treatment, pruning, seeding, aeration, and other contracted services are scheduled.

Clearly defined performance standards

The Board should know what constitutes acceptable service before a problem occurs.

Routine performance reviews

The HOA should inspect performance against the contract rather than relying entirely on residents to report problems.

Corrective action when services are missed

If the Association paid for work that was not performed, the Board should determine what contractual remedies or service credits are available.

Competitive evaluation

Repeatedly poor performance should trigger consideration of alternative contractors.

Contractor Accountability

If Ashbrook is paying for it, Ashbrook should know whether it was delivered. Landscaping is only one example. I would support a simple system for major HOA contracts showing:

Service → What was promised → When it should happen → Whether it happened → What was done if it didn't

That can apply to:

• landscaping,
• pool maintenance,
• snow removal,
• property management,
• clubhouse services,
• tree maintenance,
• and other significant contracts.

My professional career involves performance measurement and analytics. I believe those same basic principles can improve the way we oversee HOA vendors.

When something isn't delivering the expected result, the answer shouldn't be to keep paying the invoice and hope it gets better.

Our HOA dues should be the last dollar we spend, not automatically the first.

This is one area where I believe Ashbrook has significant room for improvement. Loudoun County has programs specifically available to homeowners associations and HOA-managed property.

The Board should be proactively monitoring these opportunities.

Loudoun County Invasive Plant Species Management Program

Loudoun's program provides professional guidance and financial assistance for invasive-plant removal.

HOA-managed property is explicitly eligible.

The current application process is closed, but the County says future application dates will be posted and that application cycles are expected approximately every two months.

Eligible applicants may receive:

Up to $5,000

for smaller expedited projects.

Up to $50,000

for larger or more complex standard projects.

Funding can support qualifying invasive-plant removal work, while participating property owners commit to maintaining project areas for three years.

Ashbrook was not guaranteed $50,000. But HOA property is eligible for the program, which means opportunities of this scale should at least be evaluated when applications are available.

Loudoun County Invasive Plant Species Management Program

The County Was Even Teaching HOAs How to Do It

In August 2026, Loudoun County and the Loudoun Soil & Water Conservation District held a free workshop specifically called “Managing Invasive Plants in Your HOA.”

It covered:

• organizing HOA volunteer removal events,
• protecting native species,
• planning native-plant restoration,
• community involvement,
• and next steps for HOA invasive-species programs.

That is exactly the type of resource Ashbrook should be using.

The County isn't simply providing a grant application and wishing communities good luck. It is providing expertise designed to help HOAs undertake these projects.

Loudoun Invasive Plant Program and HOA resources

Loudoun County and the Loudoun Soil & Water Conservation District also operate a Water Quality Grants program.

Importantly for Ashbrook, homeowner associations are explicitly eligible to apply.

Potential projects include:

Native Tree Planting

Funding is available for qualifying native tree planting in riparian and upland areas.

Eligible planting areas can range from one-quarter acre to three acres.

The County specifically notes that converting appropriate areas from turfgrass to native tree planting can reduce mowing and maintenance requirements while improving habitat and water quality. Loudoun County

For Ashbrook, that creates an interesting opportunity:

Instead of endlessly paying to mow or treat difficult common areas, identify locations where native planting could provide a more attractive and sustainable long-term solution.

Pet Waste Stations

The program can also support installation and regular maintenance of pet-waste stations. Loudoun County

Conservation Landscaping

The Virginia Conservation Assistance Program can help fund qualifying measures such as rain gardens and conservation landscaping designed to reduce erosion and runoff. Loudoun County

Loudoun County Water Quality Grants

My Proposal: An Ashbrook Community Improvement & Grants Plan

Every year, the Board should review available:

• Loudoun County programs,
• Virginia programs,
• conservation grants,
• utility programs,
• environmental programs,
• and other outside funding opportunities.

For each relevant opportunity, ask four questions:

1. Is Ashbrook eligible?
2. What Ashbrook project could it support?
3. How much outside funding or technical assistance could we potentially receive?
4. Should we apply?

Then publish that information for residents.

A proactive Board should be looking outside Ashbrook for resources that can stretch every assessment dollar further.

Snow shouldn't produce two different Ashbrooks.

The townhouse streets receive contracted snow-removal services while other streets may depend upon different maintenance arrangements.

But before promising a particular solution, the HOA needs to establish exactly which roads are privately maintained and which are VDOT-maintained.

Loudoun County confirms that road-maintenance responsibility varies throughout the County. Most streets are maintained by VDOT or towns, while some private streets are maintained by HOAs. Snow removal is part of that maintenance responsibility. Loudoun County

My proposal

Review every Ashbrook street and determine:

1. Who owns or maintains it?
2. Who is responsible for snow removal?
3. What service is currently provided?
4. What supplemental service, if any, can legally be provided?
5. What would expanded service cost?

Then present homeowners with actual options.

The goal should be simple:

Residents should have safe and reasonably passable neighborhood streets after significant snowfall, regardless of which section of Ashbrook they live in.

Loudoun County Road Maintenance Information

The clubhouse belongs to the community.

It shouldn't primarily function as a facility homeowners subsidize through assessments and then find too expensive to use.

I would support reviewing the true incremental cost of private rentals and establishing rates designed primarily around reasonable cost recovery.

I would also examine:

• reduced rates for residents,
• community-group use,
• neighborhood clubs,
• HOA-sponsored activities,
• community meetings,
• and other resident events.

The goal should be to increase responsible community use while keeping the facility financially sustainable.

No Special Financial Privileges

Board service should not result in undisclosed financial advantages.

Any payment, waived fee, commission, rental benefit, credit, or other financial arrangement involving Board members should be transparent and governed by a written policy.

I would support a review of the current clubhouse rental arrangements and any financial benefits connected with them.

If a benefit exists, homeowners should know:

• What is it?
• Who receives it?
• Why?
• Who authorized it?
• Is it available to others under the same circumstances?

Transparency protects both homeowners and Board members.

An HOA shouldn't be something residents hear from primarily when an assessment is due or a violation arrives.

It can also help create a better neighborhood. I'd like to bring back and expand community traditions.

Dog Day at the Pool

At the end of the swimming season, create a community dog-swim event before the pool closes for the year.

Neighborhood Block Parties

Make it easier for residents to organize block-level gatherings.

The HOA doesn't need to run every party. It can help residents make them happen through communication, simple planning resources, and appropriate use of common facilities.

Community Cleanup Days

Combine social events with neighborhood improvements, including litter pickup, invasive-plant removal, and common-area projects.

Resident-Led Activities

Help residents create clubs, gatherings, and other neighborhood activities using HOA communication channels and facilities.

Strong communities don't appear because a management company sent another email. They happen when neighbors have opportunities to know one another.

Homeowners should be able to understand where their money goes. That does not mean posting every invoice on Facebook. It means presenting HOA finances in a way ordinary homeowners can actually follow.

I would support clearer communication showing:

• major annual contract costs,
• budget versus actual spending,
• significant unplanned expenses,
• reserve contributions,
• major capital projects,
• and material changes in vendor costs.

When assessments increase, homeowners should understand why. When spending decreases, homeowners should see where. When a contractor receives a substantial portion of the budget, residents should know what the Association expects in return.

Transparency shouldn't require residents to continually ask for information.

I would support:

Timely Meeting Minutes

Approved minutes should be published promptly.

Meeting Summaries

Not everyone wants to read several pages of formal minutes. A short summary could explain major decisions and upcoming issues.

Better Use of the Website

The community website should function as the central repository for:

• meeting information,
• governing documents,
• community announcements,
• contractor schedules where appropriate,
• pool information,
• clubhouse information,
• forms,
• community events,
• and major Board initiatives.

Community Surveys

For major discretionary issues, ask homeowners what they think before making the decision.

Surveys aren't a substitute for the Board exercising its legal responsibilities. They are a tool for understanding the people the Board represents.

I don't expect every homeowner to agree with me. I don't expect every idea I propose to survive scrutiny. And I don't think disagreement with the Board makes someone a problem resident.

A healthy Board should be willing to say:

• We heard you.
• We looked into it.
• Here's what we found.
• Here's what we decided.
• And here's why.

Sometimes the answer will still be no. But homeowners deserve an answer based on the governing documents, available evidence, financial realities, and the interests of the community rather than defensiveness or personalities.

If elected, these would be the principles guiding my work on the Board.

1. Listen to Homeowners

Provide meaningful ways for residents to participate even when they cannot attend Board meetings.

2. Apply the Rules Fairly

Require clear authority for enforcement and consistent standards across the community.

3. Demand Value for HOA Dues

Set measurable expectations for contractors and hold them accountable for delivering what Ashbrook purchases.

4. Invest in the Community

Improve common areas, community amenities, events, communication, and services that residents actually use.

5. Bring Outside Resources Into Ashbrook

Aggressively evaluate County, state, conservation, utility, and other programs before relying solely on homeowner assessments.

I am not running because I think serving on an HOA Board is glamorous. I'm running because I think Ashbrook can be managed better.

I want a Board that spends homeowner money carefully, measures whether contractors are performing, looks for outside resources, applies its rules consistently, communicates openly, welcomes reasonable criticism, and actively works to improve the neighborhood.

I've already been willing to spend my own time improving Ashbrook without holding a Board seat.

I'd like the opportunity to do more.

Adam Kuntz

Candidate for Ashbrook HOA Board of Directors